The Intermediary –- June 2026 - Flipbook - Page 18
I N P RO F I L E
sensitive, and in many cases a lot more complex.
All of that makes the broker’s role even more
valuable.”
Evolution, not reinvention
With the market under pressure and customer
needs shifting, product development is often
viewed as the primary lever lenders can pull.
Edwards, however, is keen to position NatWest’s
approach as one grounded in listening to what the
market is actually saying.
“It’s probably more an evolution than a
reinvention of what we’ve done,”
she says.
“The market is telling us clearly where
customers need more support – particularly
around affordability, first-time buyers and different
routes into homeownership.”
NatWest’s ambition, she explains, is to ensure
its proposition continues to reflect the brokers and
customers it serves, rather than chasing change
for its own sake. That means being responsive on
product where necessary, but equally focused on
how propositions are presented, understood and
used in practice.
“Proposition is only part of it,” she stresses.
“A lot of our focus is on usability: how clear is
our criteria, how easy is it for brokers to access
information, and how smoothly does a case
process once it comes into us?”
Looking ahead to the second half of the year,
Edwards is thinking as much about journey
simplification and broker usability as she is about
product structures themselves. In her view, these
elements are inseparable.
She says: “A good proposition only becomes
truly valuable if it’s easy to understand, easy to
access and supported by good communication.
“So, our focus is on continuing to evolve both
the offer and the experience.”
Innovation and underwriting
In a market that prizes speed, lenders can
sometimes be accused of prioritising turnaround
times over prudent risk management. However,
Edwards rejects the idea that innovation and
underwriting discipline need to be in conflict.
She argues: “Done well, innovation should
improve quality, visibility and speed at the
same time.”
For NatWest, the objective is not to go faster
for the sake of it, but to strip out unnecessary
friction from the process, so that both brokers
and customers can get to the right outcome with
greater certainty.
Edwards explains: “Speed and certainty go hand
in hand, and a lot of our innovation is about better
information and better connection.”
Early-stage tools, including artificial intelligence
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The Intermediary | June 2026
(AI) style support for initial research, can help
customers frame their questions and expectations.
Clearer digital journeys and improved online
criteria help brokers understand how and when
NatWest can help. Operational improvements
behind the scenes are designed to reduce manual
steps and improve case visibility.
“None of that replaces strong underwriting,”
Edwards says. “It supports it, by giving everyone
a better starting point. Underwriting discipline is
fundamental because that’s what supports good
outcomes and long-term sustainability.”
She adds: “Speed where it helps, discipline
where it matters, and service that holds the two
together – that’s how we think about innovation.”
Cautious optimism
Regarding her outlook on the mortgage market,
Edwards is circumspect, describing it as
“cautiously positive, but still very watchful.”
She continues: “There is certainly demand in
the market. There are customers who want to
buy, refinance and review their options, including
existing borrowers.
“But that demand is being shaped by
affordability and confidence, and by how people
interpret the wider economic picture.”
From an opportunity perspective, Edwards
sees a clear theme: certainty. In a world of noise
and volatility, lenders that can offer connected
journeys, clear propositions and consistently
strong service will be best placed to support both
brokers and customers.
In the current market, confidence is valued as
highly as price. Lenders that offer clear options,
excellent service, and seamless experiences will be
best positioned for success.
The risks, however, are far from theoretical.
Further volatility could put renewed pressure on
affordability. A sudden surge in volumes could test
service levels across the market. But Edwards also
points to a more subtle danger.
“There’s a softer risk, which is confusion,” she
warns. “If customers and brokers feel there’s too
much noise and not enough clarity, decisions
become harder and harder.
“That’s when people can freeze or delay, and
that doesn’t help anyone.”
Edwards’ priority for the rest of the year,
therefore, is to “focus is on being consistent in
our communication and keeping the journey as
connected as we possibly can.”
For all the talk of channels, journeys and
propositions, the real emphasis is on partnership.
Edwards concludes: “We’re here to offer not only
propositions, but clarity, speed and confidence –
to give [brokers], and ultimately your customers,
what they need in their home buying journey.”
